Chief Learning Officer - February 2008 - (Page 54)

ENIVRONMENT continued from page 35 “The risk there, however, is that an internal organization is going to be constrained by internal thinking. We rely on our outsourcing provider precisely because they can bring fresh thinking into our enterprise. The dialogue that ensues from two world-class organizations exchanging ideas is absolutely invaluable. We get scale and consistent delivery through learning outsourcing, and equally important is generating innovation and creativity that is difficult to achieve within one’s own company.” to achieve business ends. So who is going to maintain the toolbox? That’s where HR and learning outsourcing providers are actually a boon to professionals who feel called to a career in learning. If they are to have a relatively safe career path, it needs to be with an organization focused on all learning, all the time. Increasingly, that will be with an outsourcing provider. Yet CLOs succeeding with their outsourcing arrangement also know that attention to cultural change and governance issues is exceedingly important to move an organization over the various hurdles it faces in optimizing a learning outsourcing arrangement. Business units accustomed to autonomy in vendor selection and learning delivery may resist giving up that. Executives and managers whose career advancement is sometimes measured by how many people report to them may fail to see immediately what is in it for them by moving to learning outsourcing. BT addressed some of these cultural and collaboration issues by creating what they called a Learning Council, consisting of the heads of learning from each of BT’s lines of business. Together, these representatives were given responsibility for providing visibility into the learning needs of each business unit and accountability for the strategic alignment of new learning programs to the company’s business goals. The Learning Council Changing the DNA of the Company Let’s be honest: Learning professionals often are skeptical and even fearful about outsourcing. Resistance is common. Yet, again, veteran outsourcers are finding that outsourcing delivers benefits to everyone — the business side, which is looking for rigor and impact through a transformed learning function, and the learning professionals themselves, who are looking to develop deep skills in design and delivery. There really is no turning back from the trend whereby enterprise learning is to be run as a business and often run by businesspeople. Peter Butler’s experience, for example, includes stints as an executive within corporate finance and HR before taking on his learning role at BT. Executives such as Butler have profound respect for deep learning skills but see them as a toolbox Set your Sites on affordable training. Learner Friendly Fully Hosted Rapid Adoption Introducing Blackboard ProSites™, an affordably priced and hosted e-Learning solution for organizations s of any size. Whether it’s your ﬁrst foray into e-Learning, or you’re looking for an easy and fast way to deploy y online training in the workplace at the departmental level, Blackboard ProSites is the solution for you. If your company is evaluating another solution, but it’s held up in “the process”, why not give Blackboard ProSites a try. At just $9,500 annually, it’s a fast, simple, effective way to avoid delays and get started training your employees today! Visit www.blackboardprosites.com to learn more. © 2007 Blackboard Inc. Blackboard ProSites is a trademark of Blackboard Inc. http://www.blackboardprosites.com http://www.blackboardprosites.com

Table of Contents Feed for the Digital Edition of Chief Learning Officer - February 2008

Chief Learning Officer - February 2008 Editor's Letter Table of Contents Business Impact Trends Best Practices Effectiveness Guest Editorial Learning Solutions Home Depot: Building Better Associates CLO Profile Environment Realizing the Vision of “One Philips” Tactics Sun Microsystems’ Next-Generation Worker Video Game Recruiting Tool Productivity The Regence Group: Blended Measurement Human Capital NASA: A Case Study in Technical Leadership Development Case Study Business Intelligence Advertisers' Index Editorial Resources In Conclusion

Chief Learning Officer - February 2008

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.